Going Strong At 50

The firm’s next generation of leaders has the structural engineering powerhouse firing on all cylinders as it eyes the next 50 years.
By Brad Fullmer and Eddie Lansing

Half a century…50 years…18,250 days…438,000 hours. These numbers fall far short of quantifying the collective dedication that building a firm over that period of time takes. 

In April, Salt Lake-based Reaveley Engineers celebrated 50 years of partnering with clients to shape our communities by providing innovative structural engineering solutions—pushing the boundaries of what is possible in the process. 
Speaking with Dorian Adams, a 25-year company veteran who has served as President since December 2013, it is apparent he understands the true foundation that the firm is building on.

"Reaveley didn't arrive at 50 years in business by accident,” said Adams. “It took a talented group of clients and staff for Reaveley to remain at the forefront of structural engineering. Our success is the result of hard work and dedication of everyone in the firm, both past and present, and the willingness of industry partners who continue to allow us to work on their most important projects."
  
Understanding a Vision

This dedication to see and understand a vision, add strength, and be a part of a project’s creation is at the heart of the company now in its sixth decade. 
"We say we are 'The Strength Behind Your Vision,’” said Justin Nadauld, Principal, quoting the company tagline/motto. “What it means to me is, ‘We've got your back.’"

Jerod Johnson, a Principal for the firm, expanded on that thought. 
“The end users have a vision of what the building should do for its occupants—what purpose it serves. It’s incumbent on us to understand that vision and serve our part to help make it a reality.”

The effort made to listen to clients and anticipate needs is a hallmark of the company and so integral to the firm that they are instilled with every employee on day one.

“I meet with every new hire to discuss their role in the client experience, to help them understand how to listen and look out for their success,” said Adams.
This formula of listening and understanding a client’s vision has borne fruit. Led by Dorian Adams, Reaveley Engineers has flourished over the past decade, ranking as the top structural engineering firm in Utah per annual revenues in every year of UC&D’s annual Top Utah Engineering Firms rankings, dating back to 2012 when it had revenues just over $5 million. In the past four years, the firm has been consistent, with gross earnings between $7-$8 million; and it’s poised to top $9 million this year (a record), with designs of hitting the $15 million mark by the end of this decade.

Passion for Excellence

“We have an extraordinary passion for what we do—a real loyalty to the discipline. I have a genuine pity for people who don’t look forward to going to work,” said Johnson, noting how quickly his 27-year career has passed. “It feels like I’m just getting started. I look around the table at a group of talented, professional, and pleasant people both clients and staff that I genuinely like to work with. I believe our staff feels the same way.”
The passion at Reaveley is contagious, providing plenty of rewarding experiences for employees who take ownership and pride in their projects. It has led the firm to always look for improvement.

"We’re not resting on our reputation,” Adams stated. “We are hungry for continuous improvement to develop more expertise to better serve our clients, their projects, and our community.”

Reaveley has provided structural design on many notable projects over its 50-year history, including: Michael J. Bouwhuis Allied Health Building (photo by Endeavour Architectural photography), Orrin G. Hatch Federal Courthouse, the Provo City Center Temple, Intermountain Medical Center, and the Utah State Capitol Seismic Retrofit (photos courtesy Reaveley Engineers except where designated). The main branch of Salt Lake City’s Public Library is an architectural and structural feat and iconic landmark downtown

History Rooted in Hard Work and Ethics 

As the firm celebrates its 50th Anniversary this year, company executives are quick to praise company Founder Ron Reaveley for the foundation he laid.

When Reaveley founded the firm at age 30, he had close to eight years of experience under his belt, along with a tight relationship with brother Larry Reaveley, who spent 14 years at the firm and was also an engineering professor at the University of Utah, including Chair of the Civil Engineering department for 14 years. Larry was good at identifying young, talented professionals and is credited for helping establish a “pipeline” of talent that flowed directly from the U to Reaveley Engineers. 


In addition to sending sharp engineers to the firm, Reaveley credits Larry for his technical savvy and willingness to learn innovative new ideas that he would bring back to the firm. 


“We called ourselves a ‘value-added’ firm and were always using state-of-the-art techniques and procedures,” said Reaveley. “Larry loved codes and hobnobbing with big shots on the West Coast. He joined code committees and kept coming back with unique ideas. That’s how we became who we were. We pioneered the use of many design concepts never used in our region before. We became the best structural engineering firm in the Intermountain West with a staff of fantastic people completing fun and important projects.” 


“Ron used to refer to himself as a ‘benevolent dictator’—he loved that term,” said Mark Harris, Senior Principal. “He was very much in charge, but he genuinely had people’s best interests at heart.” 



“The insights Ron brought to the table in terms of running a business were uncanny. The other thing that was remarkable about Ron is he was just an incredibly intuitive engineer. He could look at something and know whether or not it was a good design” added Johnson.


Early Innovation & Keen Insights


Since 1972, Reaveley Engineers has amassed an impressive list of projects across every building market type. Johnson and A. Parry Brown, former company President, were instrumental in the revolutionary base isolation design of the Utah State Capitol Seismic Retrofit, a remarkable $220-million project that was built from 2004-08 and earned a 2010 Outstanding Civil Engineering Achievement Award Top 5 Finalist by the American Society of Civil Engineers and a 2009 Outstanding Project Award Finalist by the National Council of Structural Engineering Association.

It called for the installation of 265 new base isolators designed for a horizontal displacement of 24 inches in any direction, with a total swing of 48 inches from one extreme to the other. Existing column walls and the capitol dome were also seismically reinforced. The firm collaborated with the contractor to devise an ingenious load transfer system that shaved months off the construction schedule and reduced the project cost by several million dollars. 

“At every turn, there was something new that didn’t have a direct or obvious approach from text or codes—we had to figure out how things could be done that had never been done before,” said Johnson. “There were numerous issues that required us to think in a different way. I give all the credit to Parry Brown. He had some keen insights.”

Another hallmark government project is the Orrin G. Hatch U.S. Courthouse which Harris called “a really spectacular project” with “a lot of very intricate engineering” details, particularly on the hanging circular stairway that connects floors one through three. “We probably had half as many hours designing the stairs as the entire building,” said Harris. “It’s clean, modern and we’re very proud of it.”

Complex healthcare projects have become a staple for the firm, including Intermountain Medical Center (IMC) in Murray, all five phases of the Huntsman Cancer Institute (HCI), and various work at the University of Utah Medical Campus. 

Miller said Phase I of HCI stands out for “getting those cantilevers to work” according to the architect’s specifications. “They wanted those to be very thin and slender; we had to cantilever quite a distance.” The grotto on Phase IV includes a unique design to step up the hillside and work with the building in addition to the curtain wall system on the east side. 

Even pedestrian-type projects like parking structures benefitted from the firm’s expertise. Reaveley mentioned analyzing concrete parking garages many years ago to determine the amount of special additives to put into concrete mix designs and how much additional life it would provide without any repair costs.

“No one was doing it,” he said. “We presented it to various owners, they would look at it, realize they’d spend a little more [up front], and never turned us down. We did a lot of state-of-the-art procedures like that.” 


21st Century Evolution


That outside-the-box thinking has helped the company stay nimble. It is a skill that has been polished over the past 50 years and particularly since the turn of the century.

Adapting to the information age has been an obvious one, but Johnson mentioned how the company’s evolution has made it more client-driven and less of an engineer stereotype. Reaveley engineers are far removed from the high-level, unreachable expert. “Evolving our technical expertise has made the product we deliver even better for our clients and the users,” said Adams.

“Our culture has taught us that finding solutions to our clients’ problems is our primary goal,” added Harris. “The breadth of expertise in the firm is the key ingredient that allows us to see the challenges from differing angles and find the most appropriate solution. No engineer has every expertise, but somewhere in our arsenal we have access to the solution for any structural challenge our clients face.”


These leaders—with their various backgrounds—are aware that listening, current technology, and hard work can only take a company so far. After all, no one works in a vacuum. 

“There is more competition for talent and engineering technology continues to evolve,” said Adams. As President, he is committed to maintaining Reaveley’s position as a leader in its field. “I’m dedicated to improving employee benefits and providing more value to clients by incorporating a higher level of technical ability in our services such as non-linear analysis and design.”

Adams expressed his genuine excitement for the future, citing the level of passion and hunger that exists among current staff. Indeed, the firm’s confident, optimistic approach to finding innovative solutions with their clients defines its past and drives its future, hour by hour, day by day, year by year, and project by project.


“I want Reaveley to be a vibrant and growing firm that is successful in attracting and retaining talent,” said Adams. “Things in our industry are dramatically different than 25 years ago when I started. There are more opportunities to be better than we’ve ever been.”

Calder Richards Celebrates 20 Years of Sustainable Evolution

By UC&D • October 1, 2025
In 2005, Calder Richards Consulting Engineers formed after the merger of two smaller structural consulting firms who, interestingly enough, both started in 1986. Calder Richards has provided a steady structural support for Utah’s built environment ever since. As the firm celebrates its 20th anniversary, UC+D spoke with Managing Principals Shaun Packer and Nolan Balls to look back over the company’s history and celebrate what has helped their firm stand out to deliver solid projects in Utah and beyond. Their responses were edited for clarity and brevity. UC+D: What have been some catalytic moments for Calder Richards since that initial merger? SP: Winning the Talking Stick Resort in Scottsdale, Arizona is the first one. The big reason for the merger between Richards Consulting Group and Calder Consulting was to build a large enough company to go after bigger projects like that.” NB: That was my first project when I was hired straight out of college. We helped design the 17-story hotel and casino, a conference center, as well as parking structures, a central mechanical building, and a pool building. Talking Stick helped get us through the downturn a few years later. UC+D: What have been your key market sectors you all have targeted over the last 20 years? NB: We were breaking into K-12 along the Wasatch Front soon after the Talking Stick Resort and it’s been our bread and butter since then. SP: Absolutely, but I credit our firm for always adapting to the current environment. We’ve been fortunate to do so much K-12, but we used to do a lot of office work, and now we are working on conversions like the Ebay Headquarters to CTE/Innovation Center for Canyons School District as the market has shifted away from commercial office. UC+D: Schools have certainly evolved over the last 20 years, how has your work as structural engineers evolved? SP: We are seeing more creative design on the architectural side, certainly. We see many more two-story designs; more windows and daylighting. But we’re utilizing more powerful tools and continually building our understanding of the structural materials that are in use more than ever—tilt-up concrete, steel columns and beams, especially—to be the architect’s trusted partner. NB: Schools have definitely changed, and we’ve had better experience in helping projects move forward successfully when we are involved earlier in the design process. As we got involved early on in West High School’s schematic design, we were able to provide structural solutions and options to accommodate the architects’ design intent. UC+D: How has company growth changed Calder Richards? SP: It’s certainly changed the number of people in our office. We started with around 10 people when we merged, and today we have 27. But we often say that we don’t want to grow just to grow—we want to grow sustainably. We don’t lay people off when works slows down, and we have an expectation that sometimes there will be overtime work, and other times you may be waiting for our next project to begin.

The (Epi)Center of it All

By By Taylor Larsen • October 1, 2025
Nested in the middle of the University of Utah (U of U) campus sits the aptly-named Impact & Prosperity Epicenter, the second living learning community (LLC) project designed on campus by Los Angeles-based Yazdani Studio of CannonDesign. After nearly a decade since their first LLC project, the award-winning Lassonde Studios (UC+D’s 2016 Most Outstanding Public Building over $10 million), Mehrdad Yazdani, the design firm’s Principal and Studio Director, said their work on a sequel was an exciting prospect for the firm, and enlisted Salt Lake-based MHTN Architects and Okland Construction to serve as the respective local architect and general contractor. Today, the Epicenter serves as a striking piece of architecture and construction, one whose curvilinear shape asks users and visitors plenty of questions. But moving from idea to execution has been a work in progress. One query from Yazdani stood out as it relates to students and the built environment, and helped begin the journey to create the Epicenter: “How does your living environment as a student impact your success as a student and as a changemaker?” A Project for an Evolving Campus Katie Macc, CEO of the Sorenson Impact Institute, said LLCs like the Epicenter and Lassonde Studios next door have been massive steps forward in advancing entrepreneurship and social impact. But both play a major role in creating “college town magic”—a phrase coined by University President Taylor Randall that invokes a vibrant campus where students can find community and have one-of-a-kind experiences. With more on-campus student housing in the works, the state’s flagship university is hoping to shed the “commuter school” label and deliver a level of desirability that matches the resources students commit to higher education. “There is some soul searching going on across university campuses,” said Macc of the challenge at hand. “We have to be convincing that going to college matters.” She said overall university enrollments across the nation are decreasing as students grapple with tuition costs, COVID and its isolating aftershocks, and a different perspective on higher education. Universities are no longer a place where students come to learn what they couldn’t learn elsewhere—remote learning and the internet have opened a fissure in that idea that will never close. Instead of that educational transaction, being at a university must include building community and creating in-person experiences only available on campus. Macc said that the Epicenter helps steer the campus experience toward the future, with design goals to create a base of operations for two changemaking organizations and a living and learning home for 778 students. The three-story commercial portion of the building, known as the “Changemaker Pavilion”, includes office space for The Center for Business, Health, and Prosperity (second floor) and the Sorenson Impact Institute (third floor). While each organization has a different focus, both are firmly invested in helping students access and create the resources needed to change the world. Each entity works hand-in-hand as owners of the Epicenter to host events and “create a full spectrum of ways for students to get involved,” said Chad Salvadore, Chief Financial Officer for the Sorenson Impact Institute. “We’re dialing in the programming to energize the student body,” said Salvadore of the work done at the Epicenter. With over 60 majors represented among the 778 students who live there, he said that the diversity of students is less a reflection of their chosen major and more a desire to reside in a space built for students to work their entrepreneurial muscles. “Living here is a mindset—you can engage across many different paths you choose.”

It's A Knockout

By Brad Fullmer • October 1, 2025
On January 2, 1957, Gene Fullmer, a scrappy, underdog fighter from West Jordan stunned the boxing world with a 15-round unanimous decision over the legendary Sugar Ray Robinson at New York’s fabled Madison Square Garden. Fullmer captured the world middleweight championship and established himself as one of the best pound-for-pound boxers during the late 50s and early 60s. Since then, the Fullmer name has been synonymous with boxing in Utah, with brothers Gene, Jay, and Don establishing the Fullmer Brothers Boxing Gym in 1978, and offering free boxing instruction and life mentoring to thousands of youths—carrying on a tradition they learned from their trainer, Marv Jenson. Their legacy of community giving will live on in the new Fullmer Legacy Center in South Jordan, a 16,500-SF facility that will serve as a permanent home to the boxing gym—after years of bouncing around to various temporary facilities—along with a museum, snack bar, and gift shop. “The Fullmers are the first family of boxing in the state of Utah—that’s well understood,” said Dave Butterfield, a founding board member of the Fullmer Legacy Foundation. Butterfield served as Chairman of the Board from June 2016 to early 2025 and was influential in helping raise money—nearly $6 million via donations to date, which includes $2 million from the Utah Legislature. Project Driven by Vision to Find a Permanent Home for Fullmer Brothers Gym It was Jay Fullmer who led the charge to teach boxing in the community. By 1978, the Fullmer Brothers Boxing Gym had formally opened at the Butterfield farm chicken coop in South Jordan, recalled Larry Fullmer, Don’s oldest son and the man who spearheaded the efforts for the Fullmer Legacy Center. From there, Larry said the facility moved to Riverton Elementary, an old church house in West Jordan, a sugar factory, a former fire station, and the Salt Lake County Equestrian Park in South Jordan, where it had resided since 2011. When they got word that Salt Lake County planned to transfer ownership of the park to Utah State University, Fullmer knew they needed to find a long-term home for the boxing gym. Fullmer met with Butterfield and Robert Behunin—who at the time was a Vice President with Utah State University—in 2016 and told them he just wanted a “tin shed of our own” for boxing. Behunin countered by saying, “If you want people to donate money, you need something better than a tin shed!” They quickly formed the Fullmer Legacy Foundation (FLF), and by 2018, the wheels were in motion on a building. Doc Murdock, a long-time trainer at the gym, connected Larry with his former roommate at Brigham Young University, Vern Latham, who is a Principal at Salt Lake-based VCBO Architecture. VCBO offered pro-bono services initially while helping FLF put together an RFP, while North Salt-based Gramoll Construction provided value engineering and other services in an effort to get the project launched. Larry expressed sheer gratitude for the contributions of both firms in helping make the project a reality, especially for many generous donations from various foundations and individuals. “[VCBO] believed in us early on and did our first phase of planning at no charge—they have been amazing and so professional to work with,” said Larry. “Gramoll helped us get the budget done as tight as it could be. This project had the absolute tightest budget. We met weekly with architects and the general contractor to see the progress—I’ve never seen such an amazing process. Construction started in November ’23, and every time I would come to the jobsite in the first six months, I’d get emotional.” “We leaned on our relationships with contractors for flooring, ceiling, tiles, donated furniture and got deep discounts and a lot of in-kind donations,” said Phil Haderlie, Principal-in-Charge for VCBO. “To me, the story of this project is the grassroots effort of people seeing the value—this is something that came from their heart. It will have a long-lasting impact on the community.”

Firms Making Moves

By Brad Fullmer • October 1, 2025
Horrocks CEO Bryan Foote (left) shakes hands with Matt Hirst, former President/CEO of CRS Engineering & Survey. Horrocks acquired CRS a year ago in a move that has proven to be a seamless fit for more than 60 CRS employees.

Q&A with Nathan Goodrich

By UC&D • August 1, 2025
Nathan Goodrich

100 Years & Five Generations

By Brad Fullmer • August 1, 2025
Paul founded Paulsen Construction in 1925 after immigrating from Norway 16 years prior. Sprague Library in Sugar House was originally built by Paul, and then restored nearly 100 years later, led by current President John Paulsen.

State of Industry; State of Progress

By Utah C&D • August 1, 2025
West Valley City Veteran’s Memorial Expansion Owner: West Valley City Architect: EDA Architects GC: Okland Construction Estimated Completion Date: September 2025

Showroom Showstopper

By Taylor Larsen • August 1, 2025
Commercial office is not dead. The market is alive and well, according to the design pros at HB Workplaces team. Their new office and showroom in Draper, and what it has done for employees and clients, is a case in point. All it took was a change in scenery. Transitioning from the B'Nai Israel Temple, built in 1890, to a new space was a welcome change for the team. "I just remember working between 2015 and 2020, and it was just," Keilian Meyer trailed off as he described the former office, a historic religious building converted into an office and showroom in 1987. Minimal natural lighting, rooms and layouts misaligned for team needs—their space wasn't bringing out anyone's best work. Meyer, Marketing Director for HB Workplaces, said going to work didn't engender a sense of engagement. "It was kind of punch in and punch out." But everything coalesced with their move. "The timing aligned perfectly," Meyer said of the June 2024 move and their rebrand from the year before from Henriksen/Butler to HB Workplaces. Dual Purposes Come to Life It aligned with every real estate broker's favorite word: location. Planting the HB Workplaces flag in the award-winning Baltic Pointe made perfect sense, especially with its epicenter locale between the booming economies of Salt Lake and Utah counties. HB Workplaces CEO Dave Colling summed it all up succinctly: "Our new headquarters is not just another building; it's a statement of our appreciation and stewardship of design, built upon decades-long heritage of our own, along with MillerKnoll, underscoring our commitment to excellence." The mass timber ceilings in HB Workplaces' first-floor office in Baltic Pointe—the first of their kind for a commercial building in Utah—are part of that commitment. Everything seems warmer, healthier, and better under the all-lumber ceiling. "We've always been drawn to inspiring architecture, and the natural warmth and intentionality of this structure made it a natural fit," said Meyer. HB Workplaces sought to make their mass timber home a showpiece for the beautiful and wide-ranging possibilities of today's commercial interiors, serving as an office for the HB Workplaces team and a showroom for interior designers and architects looking to envision their next project. That dual nature comes through perfectly across the space, with the showroom piece especially highlighted in the "Living Room" and its 382 SF of mid-century modern glory. The unforgettable Eames Lounge chair catches the eye, but closer inspection reveals some nods to the B'Nai Israel Temple's stained glass windows and other homages to the deep histories of the Herman Miller and Knoll brands. The room's mid-century-style lounge chairs, couches, ottomans, and side tables—all MillerKnoll line, of course—combine with gentle lighting to create the perfect spot for hosting. Brit Badger, HB Workplaces' VP of Client Development, explained how the Living Room is ideal for getting to know their design partners and clients, especially for a first meeting. "It's not all the same seating everywhere, like it would be at a conference room," she explained of how the varied seating choices—the Nelson Coconut Lounge Chair is often first dibs—help to create a relaxed and comfortable environment. "It's cool to see who chooses what. It's a fun way to start."

ASCE 2025 Report Card For Utah

By Brad Fullmer • August 1, 2025
Bragging about a “C+” might seem gauche, but Utah is one of only four states to earn that high a grade, according to the May 28 release by the Utah Section of the American Society of Civil Engineers (ASCE) of the 2025 Report Card for Utah’s Infrastructure. The cumulative “C+” for the Beehive State is the highest mark ever given by ASCE to any individual state—the report card itself spans 12 categories of infrastructure and is virtually unchanged from 2020 (ASCE issues report cards every four years). Utah's grade is also one step higher than the national infrastructure average grade of “C” in the ASCE 2025 Report Card for America’s Infrastructure, which dropped in March. Roads (B+) and Bridges (B) remain the stars of the class, as the Utah Department of Transportation (UDOT) continues to receive consistent state funding in furthering its aggressive program of building new projects to meet ongoing demand, while diligently maintaining existing infrastructure. “Our transit and transportation are doing fabulous," said Anna Lisonbee, President of ASCE Utah and an Engineer-in-Training at South Jordan-based Hansen, Allen & Luce. “UDOT and UTA are lauded as some of the most efficient [organizations] nationwide, so we’re doing very well in that category.” Aviation infrastructure was the only category to see a grade increase—somewhat predictable given the sheer amount of capital investment made over the past decade at Salt Lake International Airport, Provo Airport, and other regional airports statewide. Three categories—bridges, s tormwater, and transit—saw grade decreases. The remaining eight categories held steady from 2020. "Utah is one of the fastest-growing states in the country, and state leaders have taken steps to ensure the reliability of infrastructure systems as more people move here to enjoy Utah's thriving communities, amazing outdoors, and high quality of life," said Craig Friant, Utah Civil Practice Lead for South Jordan-based Wilson & Company and Chair of the 2025 Report Card for Utah's Infrastructure. Utah grades per category: Roads: B+ Bridges: B Drinking Water, Solid Waste, Transit: B- Aviation, Dams, Hazardous Waste: C+ Stormwater, Wastewater: C Canals: D+ Levees: D-

Toward The Promised Land

By Taylor Larsen • August 1, 2025
"What gets you out of Egypt doesn't take you to the promised land." The quote, as I first heard it, came from Ron Dunn, Founder of Salt Lake structural engineering firm Dunn Associates. While he was talking about the differences between founding and growing a company, the same principle holds true in developing a robust transportation infrastructure. In other words: "What got us here will not take us there." What has taken us here has been development dedicated to personal vehicles and last-mile freight—a stellar network of roads and highways from massive investments in horizontal construction. But what will get us "there" to the promised land? What will bring us to a future where Utahns can have the freedom to move without a car? Unified Plan for a Connected Utah? We'll certainly wander in the West Desert without a plan. Lucky us, we have hundreds of agreed-upon proposals across metropolitan planning organizations, cities and towns, counties, and even the Utah Department of Transportation. The Beehive State's guiding document toward long-term transportation plans, whether for cars or not, is found in the Utah Unified Transportation Plan, also known as the Unified Plan. The visionary document aims to prioritize funding across multiple transportation options and give residents choices, ranging from personal vehicles to mass transit and active transportation. Residents and metropolitan planning organizations across the state have added their input to further unify the state's trajectory. Key in Utah's Unified Plan, as documented, is analyzing and ultimately determining how transportation projects in Utah should be funded between 2023 - 2050. With projected needs across that timeline estimated at $153 billion in today's dollars, current revenue sources generating just under a projected $95 billion, and future revenue streams projected to generate just over $18 billion, we're going to be short. But where is that money going? Most often, it's funding roads. According to the Unified Plan, transportation needs from road capacity, maintenance, preservation, and operations project at a whopping $110 billion between 2023 - 2050, with a $29 billion funding gap in revenue. Funding future mass transit capacity ($14.8 billion) and operations ($19.8 billion) over the next 25 years costs a fraction of the projected costs for roads and highways. It's an apples-to-oranges comparison, admittedly, as massive funding for highways and freeways has created so much, but where do state priorities lead? Budget at a Glance Utah continues to tread the asphalt and concrete highway to prioritize highway funding. UDOT's FY2026 funding document shows $2.5 billion in funding. Estimated Transportation Investment Fund (TIF) expenditures, primarily used for improving or optimizing capacity, are projected at $1.2 billion. Within the TIF, Class B & Class C Roads, county roads and city streets, respectively, will receive $261 million, Highway Systems Construction $205 million, and Operations/Maintenance $254 million. It makes sense when $883 million in projected revenue for FY2026 comes from user-based fees, permits, and gas tax revenues (set to be 40 cents per gallon in 2026). On the other hand, UDOT-funded mass transit receives a bulk of its budget from the above-mentioned Transportation Investment Fund—35% of the index fuel tax sales tax goes into the Transit Transportation Investment Fund. For FY2026, transit and commuter rail projects will receive $103 million. John Gleason, UDOT's Sr. Public Information Officer, said there is a major shift happening within UDOT over the last decade-plus to give some "gas" to other forms of transportation. "All transportation is important to us. For every project we undertake, we are looking at the different components across all modes—cars, transit, bikes, trails," Gleason said. "We need to keep an eye on how the entire transportation system can function across the state." The words and shift in priorities are welcome, but what "Keeps Utah Moving", will not be more highway lanes or highway construction that receives the lion's share of transportation funding. Utah highways, like those in so many other states, are the victims of induced demand. The phenomenon is a matter of economics. For vehicle transportation, each lane added, highway developed, or road widened helps to expand capacity on these newly modified transportation corridors. However, expanding capacity does not mean solving traffic concerns. While capacity expands, more people are "induced" to use these freshly expanded corridors, lanes fill back to capacity, and commutes return to their sluggish nature. This never-ending quest to meet our transportation needs is set to play out again on I-15. UDOT is set to add another lane on I-15 from Farmington to Salt Lake, and do so at a multi-billion-dollar price tag. Surely this lane will be "The One" that fixes the traffic problem on Utah's busiest transit corridor? Utah may still be adjusting to roundabouts, but will we ever get out of this circle?